Risk-Adjusted Growth Finance Director

The mandate

The Risk-Adjusted Growth Finance Director will own permanent challenge of growth choices through unit economics, cash, capacity, concentration, control and downside. The role must prevent revenue ambition from outrunning operational and financial resilience while avoiding finance becoming a veto function.

In the first 100 days, the director will establish driver and cohort evidence for priority growth decisions, expose hidden cross-subsidy and define risk-adjusted hurdle logic. By month six, investment reviews should contain leading indicators and staged commitments. By month twelve, weak growth uses should have been corrected or exited based on evidence.

The director may return unsupported cases, require downside and capacity tests and recommend funding sequence. Commercial leaders own market action; risk and control owners retain their authorities; investment forums approve capital. Finance brings integrated economic truth and explicit consequences.

Value will be judged after acquisition cost, retention, service burden, working capital, failure demand and capital consumption. Aggregate margin can conceal unattractive cohorts. Post-investment reviews must retain original assumptions and test whether learning supports scale.

The director will require growth teams to identify operational constraints before they appear as finance misses. Capacity, onboarding quality, control exceptions, customer concentration, fulfilment cost and cash collection will be treated as economic drivers. Where leading indicators deteriorate, the next capital tranche must be reconsidered before aggregate revenue obscures the cohort-level evidence.

The permanent capability includes analysts and business-finance leaders able to challenge with curiosity, not retrospective policing. Decision quality should improve before capital is committed.

To embed that behaviour, the director will institute decision reviews that compare what was knowable at approval with what later occurred. Teams will receive credit for surfacing uncertainty and stopping weak uses early. Incentives, forecasts and capital reports should not reward persistence after the evidence supporting scale has deteriorated.

The director will build a small centre of excellence for cohort economics and capital learning, but accountability remains with business-finance leaders. Analysts will rotate through live cases and learn to present competing explanations. The team must be able to challenge senior sponsors without relying on the director's presence.

First-year talent measures will include decision turnaround, quality of disconfirming evidence and the proportion of investment reviews led independently by deputies. These indicators connect capability to actual capital outcomes.

What you will own

• Establish cohort and driver economics for priority growth choices.
• Include cash, capacity, concentration, control and downside in hurdle decisions.
• Exercise authority to return unsupported cases.
• Define staged funding, evidence gates and exit triggers.
• Expose cross-subsidy and failure demand hidden in aggregate margin.
• Review outcomes against original assumptions.
• Build high-calibre decision-support and successor capability.
• Publish first-year capital learning and recycling outcomes.

Candidate qualifications

• Show senior finance leadership over risk-adjusted growth decisions.
• Provide an attractive revenue case invalidated by cohort economics.
• Demonstrate staged capital and evidence gates.
• Evidence integration of working capital, capacity and control consequence.
• Describe a growth use exited without retrospective baseline change.
• Show finance talent developed into constructive commercial challengers.

Working terms and boundaries

• This is a full-time permanent appointment owning growth economics and capital challenge.
• Commercial execution, risk authority and final investment approval remain designated elsewhere.
• The director can return evidence but cannot unilaterally approve or veto capital.
• First-year assessment covers decision quality, capital recycling and capability.
• Long-term incentives follow plan rules.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 5 October 2026. Mandate reference RHF-PER-2026-SYD-11.